AURO UNIVERSITY of Hospitality & Management

AURO UNIVERSITY
(INDIA)
The School of Management &
Entrepreneurship
Bachelor of Business Administration

Module
Leadership and
Organizational Development
Semester-IV (2015-2017)
Module Leader
Ms. Jyoti Chandwani

ORGANISATIONAL BEHAVIOUR

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AURO UNIVERSITY of Hospitality & Management

www.aurouniversity.edu.in
“The leaders who work most effectively, it seems to
me, never say “I.” And that’s not because they have
trained themselves not to say “I.” They don’t think
“I.” They think “we”; they think “team.” They
understand their job to be to make the team
function. They accept responsibility and don’t
sidestep it, but “we” gets the credit….This is what
creates trust, what enables you to get the task done.
Peter Drucker

Introduction

ORGANISATIONAL BEHAVIOUR

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individuals try to maximize personal gains.AURO UNIVERSITY of Hospitality & Management Inculcating a principled. The notion that doing well and doing well go together is not new. Leadership and business diplomacy are not just nice to do. . Leaders are role models. It requires that executives be insightful about themselves and others motivated to behave in way that emphasizes ethics. This also applies at the level of each individual executive. So leadership is a form of risk management. interpersonal concern. empathy and kindness. This suggests s win-lose mentality: “The more you get. A leader’s good name is worth more than money. Many corporations recognize that social responsibility and supporting community welfare are important elements of profitability. Principled leadership enhances the reputation of the individual and the organization. maintaining high standards let others know what they can accept and enhance the organisations and leaders stature in business community. honesty and benefiting others may not be the means to personal gains. challenging process. and vice versa. diplomatic organizational culture is likely to be a difficult. tact. manager and human resource professional. They cope with market forces which can be barriers to ethical practices. and the leaders reputations as honest and ethical can be a competitive edge. trust. the less is available for me”. Law often protect people against unethical and immoral behaviour and these days especially harassment. In a free market. Following this approach. ORGANISATIONAL BEHAVIOUR Page 3 . They maintain employee’s loyalty possibly reducing turnover costs and enhancing productivity. There is a strong business justification for these complementary business strategies. Even when there are cultural differences in what defines ethical business practices. discrimination and other forms of poor treatment are not tolerated by employees or customers. These are not necessarily what people think of first when they consider business values.

Competition drives hard bargains and rapid decision making. if not immediately. When employees recognize that they are responsible for their actions and face the consequences. Diplomacy helps to develop better interpersonal relationships. convince others of a preferable course of action and give a device and coaching to co-workers. Diplomacy is important when others commitment is required.AURO UNIVERSITY of Hospitality & Management Business diplomacy. they’re likely to act more ORGANISATIONAL BEHAVIOUR Page 4 . How one does business is important as what one accomplishes (for example making a profit) because the means of business can affect the ends in the long run. Business diplomacy is most important when there are disagreements. Diplomats use tact and understanding to build trust and develop relationships. an s a means to implement leadership. It can benefit negotiators who represent strong groups with definite viewpoints. resources wars and dysfunctional. competitive. Executives and managers become accountable for their actions. unpleasant competition. They can be relied on the issues and get decisions made in a way that involves others and gains their commitment. It can also benefit buyers and sellers who have limited resources and wan the best deal. interpersonal conflicts and a lot at stake. Cross cultural business ventures and operations within multinational corporations require dealing with people who have different views of the world. global economy. This applies to business just as it does to foreign relations or almost any interpersonal situation. Diplomacy is a way to work within corporate politics to make things happen rather than get bogged down in turf battles. is particularly valuable in today’s increasingly fast-paced. Diplomacy works well for leadership implementing change and trying to gain commitment an involvement form members of an organisation. Diplomacy involves recognizing and valuing differences and identifying mutual goals. Business diplomacy develops a reputation in the organizations as problems solvers.

There have been other generic treatment of leadership and ethical management applied business and the military. and how to create principled. diplomatic behaviours result when people really listen to each other and develop their own norms and values as the foundation for decision making. such as trial balloon. and resolve conflicts. as in the case in multinational corporations and global business ventures. how to link with business diplomacy. including how others see them. It show principled. conflict resolution and negotiation. They need to be sensitive to differences in others. ORGANISATIONAL BEHAVIOUR Page 5 . such as nonthreatening ways of getting valuable feedback. This module teaches us how mangers and organization change agents put personal feeling aside.AURO UNIVERSITY of Hospitality & Management mindfully. shuttle diplomacy. Diplomats need insights to recognize why others are behaving as they do. They need insight into human nature. Being principled leader and business diplomat requires interpersonal insight. coalitions and co-optation. They need resilience to stand up to others objections and arguments and know how far to push. diplomatic leaders and organisations. However there is a need for human-resource perspective to understand the nature of principled leadership. Principled leaders and business diplomats sight to adjust their own behaviour to others feelings. When they internalize principled leadership and business diplomacy because they are internally rewarding as well as good for business. especially when multiple cultures are involved. attitudes and moods. Principled. that is what makes people behave the way they do. avoid anger. This module covers the methods to develop self and interpersonal insight. diplomatic leaders need to understand themselves well. It describes different styles of diplomacy. They need self-identity to focus on what they are trying to accomplish and keep their eyes on the big picture.

course work assignments and examination revision. increased competition and changing customer demands and the constant challenge to maintain congruence among organisational dimensions such as technology. structure etc. through the theory and practice of planned change. (OD) is a process for planned change. It has a specialized body of knowledge and therefore needs specialists to handle. culture and processes. group. efficiency and probability. Can extend from individual-based interventions to structural changes and system revamps. This includes class attendance. It aims at building internal competencies in individuals and teams in the organisational context. system and process-related competencies. In order to achieve the learning outcomes. Methodology:      Presentations Lectures Simulations and games Case Analysis and Discussion Learning Diary Group Discussions ORGANISATIONAL BEHAVIOUR Page 6 . Today. and at taking the organisation to higher levels of performance by building individual. It focuses on people. it is expected that will devote around 120 hours to work on the module. processes. Keeping organisations health and viable in this world is indeed a daunting task. It focuses on behaviour and uses various behaviour tolls. systems. strategy.AURO UNIVERSITY of Hospitality & Management Organisation Development (OD) is the applied behavioural science dedicated to improving organisations and the people in them. weekly reading and self-study exercises. challenges from turbulent environments. organisations face multiple challenges and threats-threats to effectiveness.

mutual trust and respect. Learning depends on your reading and mastery of the material. So. presentation of topics assigned and also participate in group discussions. You would also complete a set of self-study exercises. in large measure for what goes on both in the classroom and outside of class. What you learn from your group project depends on the effort you and your colleagues expend and what you do to apply the course concepts. The quality of class discussion depends on all of you coming to class prepared to discuss the issues raised by the material. we will engage in 360 degree performance ORGANISATIONAL BEHAVIOUR Page 7 . both individually and collectively. Implementing the Principles We Are Learning: We have tried to organize and run the course in ways consistent with the ideas we are teaching. Responsibility: The students in the course are responsible. we have tried to adhere to a number of basic beliefs and values that are worth making explicit: 1. 2. These include an emphasis on teams. what you gain from the course is up to you. its content. I will do my utmost to facilitate the learning process. Organizing Principles & Values In designing the course. and information sharing. seminar/workshop. but in the end. and operating procedures.AURO UNIVERSITY of Hospitality & Management    Seminars Workshops Individual and Group Assignments Each week you will be expected to attend lecture.

Fun: The material is interesting and engaging. Principled leaders are executive and managers who apply these values in their daily business lives. We will do a number of things. fairness. 3. psychodynamic ORGANISATIONAL BEHAVIOUR Page 8 . including a project that counts for one-half the grade. Principled Leadership and business diplomacy are values based management strategies. We will do a lot of the course work in groups/teams. skill. OD optimizes the system by ensuring that system elements are harmonious and congruent. Coverage & Depth This module is about applying the art of principled leadership and diplomacy to business. or through other people. Rather than work over. honest.AURO UNIVERSITY of Hospitality & Management evaluation. aligning organisational elements and aligning the organisation with environmental demands. Principled leadership is the application of ethical business values. and relying on your insights and examples to make the course enjoyable. in the everyday interactions that occur in the course. stimulating debate. style. tactful and showing concern for others are positive. The underlying premise is that being ethical. around. and learning should be fun. Leadership and business diplomacy are positive values and actions for successful business relationships. trust. including mutual respect. The module would cover the following topics:  Leadership and different approaches : trait. Business diplomacy is a way of working with people to get things done effectively. we should strive to treat each other with respect and trust. effective business strategies. the idea of business diplomacy is to help people understand each other’s perspective and reach common ground with hostility. kindness and doing well. And. including using video material. OD interventions focus on aligning the individual and the organisations. situational.

etc. Situational. Innovative.  Principled Leadership and Business Diplomacy  Diplomacy  Politics and Diplomacy  Values and strategies of Principled. Identify key issues TAUGHT X ASSESSED X X X X X X X for investigation in ORGANISATIONAL BEHAVIOUR Page 9 . Achiever. Partner. authentic. Diplomatic Organizations  Achieving Win-Win Solutions  Overview of OD intervention  Team Intervention  Intergroup and Third Party Intervention  Comprehensive OD Interventions  Structural Interventions and the Applicability of OD  Training Experiences in OD I. Charismatic. Problem Solving i. Quiet. Communication Skills C. autocratic.TRANSFERABLE SKILLS PRACTISED A. Diplomatic Leadership  Learning about How Others React  Strategies for Resolving Conflict  International Business Diplomacy  Managing People: Using Principled Diplomacy to Coach and Develop Co-workers  Creating a Principled. cheerleader. Manage tasks and time B. Self-Management i. Transactional.Member. Types of Leadership: transformational. Leader. Diplomatic. Path-Goal. Synthesizer. team.AURO UNIVERSITY of Hospitality & Management   Leadership theories: Contingency.

Situational Approach. ORGANISATIONAL BEHAVIOUR Page 10 .AURO UNIVERSITY of Hospitality & Management ii. Use IT as a resource for information. F. Use library skills ii. Team Work Skills G. learning Use a range of X X X X X X academic skills (analysis & research) E. Presentation Skills X X X X X WEEKWISE SCHEDULE OF THE LECTURES: Week Topic for the Lecture Week1 Leadership and Types of Leadership Week 2 Trait Approach. Learning Skills i. Information Technology i. case studies Constructive X X X problem identification and problem solving. D. Develop independence in iii. Skills Approach Week 3 Style Approach.

Psychodynamic Approach Week 8 Introduction to Organizational Development. ORGANISATIONAL BEHAVIOUR week 2 Page 11 . Presentation : weightage 10% . sequence of lectures without any prior information or notice. Authentic Leadership Week 7 Team Leadership. Note: All written work will be passed through plagiarism detector approved by the Examination Office. Guest Lecture: The guest lecture would be arranged according to the availability of the guest (Working on the dates) Marked Assessment 1. Types of Organizational Development Intervention DISCLAIMER: The Module Leader can bring about any change in the curriculum-content. Industrial Visit: the industrial visit would be organised according to the permission granted by the Industries for the visit. evaluation-assessment parameters & style.AURO UNIVERSITY of Hospitality & Management Week 4 Contingency Theory. Transformational Leadership Week 6 Transactional Leadership. Path Goal Theory Week 5 Leader Member Exchange Theory.

The pattern of the end term is given at the end of the module. if  you do your assignments well before the class. kindly refer it.AURO UNIVERSITY of Hospitality & Management 2. assignments. weightage 50% . week 6 There would be written test . The accessing the VLE contact VLE coordinator or the IT department for assistance. Intellectual and Meaningful. Final Exam : Marks = 100 . Classes will be more knowledgeable. Students are requested to honour deadlines for submission of  projects. The exact format of the final exam will be discussed closer to the exam week. Class Test : weightage 20% . week 9 The final exam will consist of essay questions and or case study. Library and VLE (Virtual Learning Environment) is your best asset. etc. EXPECTATIONS FROM STUDENTS:    Maintain Regularity and Punctuality Auro University norms require 80% class attendance. week 8 The project should be submitted in hard bound form. ORGANISATIONAL BEHAVIOUR Page 12 . Project Report : weightage 20% . the syllabus would be: Week 1 to Week 5 3. reports. spiral binding projects would not be accepted 4.

Group Discussion. etc. please take it up with the module leader. You can seek outside class time from faculty for discussing any issue  related to the course. You have right to question and seek justification for the grading of the  faculty on merits of logic. If you feel this module is not fulfilling this aim. RIGHT OF STUDENTS:  You can look forward to access and support from faculty but not  dependence. sexual orientation. ideas and logic of the faculty through providing your logic. beliefs without reason may be hard to deal with. irrespective of their gender. In the events of disagreement. age. Feel free also to comment on this aspect of the module in the evaluation. or ask your student representative to do so. disability. the faculty’s decision will be final. If the issue  needs a decision.AURO UNIVERSITY of Hospitality & Management   Attentiveness should be strictly followed. Come with an open mind for Assignments. You are encouraged to question and challenge views. a faulty decision would be final. religion and maturity. You are encouraged to make suggestions in the class to make the  course more meaningful. You can express your  beliefs. ORGANISATIONAL BEHAVIOUR Page 13 . You have right to disagree with the faculty on any issue. However. A NOTE ON EQUAL OPPORTUNITIES: Auro University aims within its courses to provide equal access to learning to students from diverse backgrounds. race.

Human Resource Management Journals 1. S. Asia pacific: Journal of Human Resource 12. P. International Journal for Management Research ORGANISATIONAL BEHAVIOUR Page 14 . Managing Human Resources 3. V. Dwiwedi. Dayal Raghubir (1996). The Journal of All India Management Association 10. P. Human Resource Management 13. Personnel Management 8. Biswajeet (2005). Cases and Games). Journal of social and Management Science 3. Dessler. Biju (2010). NICE Journal of Business 8. Pearson 10. Arun (2010). K. Asian Journal of Management Cases 11. L. Human Resource Management. Journal of Organisation and Human Behaviour 2.AURO UNIVERSITY of Hospitality & Management Recommended Reading: 1. Prabandhan: Indian Journal of Management 5. Human Resource Development. S. (2011) Essentials of Human Resource Management and Industrial Relations (Text. R. Mittal 9. Tata McGraw Hill 6. Human Resource Management 11. Advances in Developing HR 9. SCMS Journal of Indian Management 4. Prasad . AIMS International Journal of Management 6. Himalaya Publishing House 4. Aswathappa. Pardeshi. M. Managing Human Resources 17. Human Resource Management. Performance Management. Human Resource Planning and Audit. Rao. Sekhri. C. Varkkey. South Asian Journal of Management 7. PHI 15. Dynamics of Human Resource Development. Oxford Higher Education 12. Human Resources Management (Text and Cases). Subba P. Cases and Games). (1996). Dr. Human Resource Management 18. T. Kohli. Tapomoy Deb. B. (2011) Essentials of Human Resource Management and Industrial Relations (Text. Subba P. (2008). (2008). Rao. Arun Monppa . Michael. Pattanayak. Himalaya Publishing House 5. S. Sage 16. Managing Human ResourceR. Gary . Dwiwedi. S. V. Mamori. A. Rao. Mirza & Zaiyadin . Himalaya Publishing House 2. Human Resource Management 14. Dwiwedi. R. C. Managing Human Resources 7.

International Journal of Marketing and Business Communication 14. Journal of Entrepreneurship and Management 15.107 E-mail: jyoti. 2. For example. Journal of Strategic Human Resource Management 1. some understand a leader simply as somebody whom people follow.AURO UNIVERSITY of Hospitality & Management 13. 4.in WEEK 1 INTRODUCTION TO LEADERSHIP AND ITS THEORY Topic Overview Leadership has been described as "a process of social influence in which a person can enlist the aid and support of others in the accomplishment of a common task". ORGANISATIONAL BEHAVIOUR Page 15 . 5. or as somebody who guides or directs others. 3.chandwani@aurouniversity.edu. while others define leadership as "organizing a group of people to achieve a common goal. 6. Jyoti Chandwani Tel:91 261 4088107 Extn. Magazines Human Capital Forbes Business World Outlook Business Today Bureaucracy Today MODULE LEADER: Ms.

4. For example. during the 1980s statistical advances allowed researchers to conduct meta-analyses. After studying this chapter. Equipped with new methods.AURO UNIVERSITY of Hospitality & Management Chapter Objectives 1. 3. improvements in researchers' use of the round robin research design methodology allowed researchers to see that individuals can and do emerge as leaders across a variety of situations and tasks. the students will learn the following topics: To study the different definition of leadership To understand the difference between Manager and Leadership To explain the characteristics of a principled leader To understand the importance of Leadership in an Organization WEEK 2 TRAIT THEORY OF LEADERSHIP & SKILLS THEORY OF LEADERSHIP Topic Overview New methods and measurements were developed after these influential reviews that would ultimately reestablish the trait theory as a viable approach to the study of leadership. Significant relationships exist between leadership emergence and such individual traits as:  Intelligence  Adjustment  Extraversion ORGANISATIONAL BEHAVIOUR Page 16 . in which they could quantitatively analyze and summarize the findings from a wide array of studies. This advent allowed trait theorists to create a comprehensive picture of previous leadership research rather than rely on the qualitative reviews of the past. leadership researchers revealed the following:   Individuals can and do emerge as leaders across a variety of situations and tasks. 2. Additionally.

To understand the Skills Theory of Leadership along with its importance 5. social judgment skills and overall knowledge as the three major competencies a leader needs. Learning Outcomes After studying this chapter. its reemergence has not been accompanied by a corresponding increase in sophisticated conceptual frameworks. whereas more hands-on leaders need to have stronger technical skills. To understand how skills play an important role in leadership 6. To understand the Applicability of Trait theory of leadership 4.AURO UNIVERSITY of Hospitality & Management  Conscientiousness  Openness to experience  General self-efficacy While the trait theory of leadership has certainly regained popularity. Higher-level leaders need to be stronger on conceptual skills. Mumford identified problem-solving skills. Katz identified technical skills related to the field. performance. Mumford's model also acknowledged the importance of personal characteristics. To understand the Trait Theory of Leadership along with its importance 2. To understand the Applicability of Skills theory of leadership WEEK 3 STYLE THEORY OF LEADERSHIP & SITUATIONAL APPROACH OF LEADERSHIP ORGANISATIONAL BEHAVIOUR Page 17 . the students will learn the following topics: 1. human skills related to communicating with people and conceptual skills related to setting vision as the major areas that leaders need to develop. To understand how traits play an important role in leadership 3. career experiences and the context in which the leader worked as major factors in a leader's effectiveness.

is a "set of values and attitudes with which the individual or group has to deal in a process of activity and with regard to which this activity is planned and its results appreciated. The central purpose of the style approach is to explain how leaders combine these two kinds of behaviors to influence subordinates in their efforts to reach a goal. within this context. Task-oriented behaviours facilitate goal accomplishment and help group members to achieve their objectives. and with the situation in which they find themselves. Another approach to leadership studies is the situational approach. Relationships-oriented behaviours help subordinates feel comfortable with themselves. This approach indicates that leadership is composed of two general kinds of behaviors: task-oriented behaviour and relationship-oriented behaviours. with each other. A situation. Situational influences thus constrain the leader who must adapt his or her style of leadership to the situation at hand. according to Northouse. This approach was developed by Hersey and Blanchard (1969) based on Reddin's (1967) 3-D management style theory. Situational leadership. has both a directive and a supportive dynamic. Every concrete activity is the solution of a situation. A number of models and theories have been developed to explore this. A situationally motivated leader realizes that the skills and motivation of any group member are not static and the mix of the leader's supportive and directive activities must likewise change with the situation Learning Outcomes ORGANISATIONAL BEHAVIOUR Page 18 .AURO UNIVERSITY of Hospitality & Management Topic Overview A different perspective to trait theory for leadership is to consider what leaders actually do as opposed to their underlying characteristics. One approach focusing on the behavior of the leader is the style approach. the basic premise of which is that different situations demand different types of leadership. By the late 1940s researchers became less concerned with identifying individual traits of leadership and started to be more interested in leadership behaviours. This approach focuses on what leaders do and how they act.

To understand how style play an important role in leadership 3. to lead a company. During the 1950s. the optimal course of action is contingent (dependent) upon the internal and external situation. A contingent leader effectively applies their own style of leadership to the right situation. To understand the Style Theory of Leadership along with its importance 2. Instead. To understand the Situational Approach Theory of Leadership along with its importance 5.To understand the Applicability of Situational Approach Theory of Leadership WEEK 4 CONTINGENCY APPROACH OF LEADERSHIP & PATH GOAL THEORY OF LEADERSHIP Topic Overview A contingency theory is an organizational theory that claims that there is no best way to organize a corporation. researchers at Ohio State University administered extensive questionnaires measuring a range of possible leader behaviours in various organizational contexts. or to make decisions. The contingency approach to leadership was influenced by two earlier research programs endeavouring to pinpoint effective leadership behaviour.AURO UNIVERSITY of Hospitality & Management After studying this chapter. two types of behaviours proved to ORGANISATIONAL BEHAVIOUR Page 19 . the students will learn the following topics: 1. To understand the Applicability of Style theory of leadership 4.To understand how Situational Approach Theory of leadership play an important role in any organization 6. Although multiple sets of leadership behaviours were originally identified based on these questionnaires.

AURO UNIVERSITY of Hospitality & Management be especially typical of effective leaders: (1) consideration leader behaviours that include building good rapport and interpersonal relationships and showing support and concern for subordinates and (2) initiating structure leader behaviours that provided structure (e. scheduling) to ensure task completion and goal attainment. role assignment. the students will learn the following topics: 1.To understand how Contingency Approach Theory of leadership play an important role in any organization 3. in 1971 and revised in 1996. an Ohio State University graduate. The path–goal model can be classified as a transaction leadership theory. To understand the Path Goal Theory of Leadership along with its importance ORGANISATIONAL BEHAVIOUR Page 20 . The path–goal theory. The theory states that a leader's behaviour is contingent to the satisfaction.g. The revised version also argues that the leader engages in behaviours that complement subordinate's abilities and compensate for deficiencies.To understand the Applicability of Contingency Approach Theory of Leadership 4. It is the leader’s job to assist followers in attaining goals and to provide the direction and support needed to ensure that their goals are compatible with the organization’s goals Learning Outcomes After studying this chapter.. is a leadership theory developed by Robert House. also known as the path–goal theory of leader effectiveness or the path–goal model. The theory argues that leaders will have to engage in different types of leadership behaviour depending on the nature and the demands of a particular situation. planning. To understand the Contingency Approach Theory of Leadership along with its importance 2. motivation and performance of her or his subordinates.

being a role model for followers in order to inspire them and raise their interest in the project. The theory assumes that leaders develop an exchange with each of their subordinates. Transformational leadership is a style of leadership where the leader is charged with identifying the needed change. access to resources and performance. It also serves to enhance the motivation. leader–member exchange focuses on increasing organizational success by creating positive relations between the leader and subordinate. LMET. decision influence. and job performance of followers through a variety of mechanisms. morale. these include connecting the follower's sense of identity and self to the project and the collective identity of the organization.To understand the Applicability of Path Goal Theory of Leadership WEEK 5 LEADER MEMBER EXCHANGE THEORY OF LEADERSHIP & TRANSFORMATIONAL LEADERSHIP Topic Overview The leader-member exchange theory of leadership focuses on the twoway relationship (dyadic relationships) between supervisors and subordinates. creating a vision to guide the change through inspiration. This theory promotes positive employment experiences and also augments organizational effectiveness. ORGANISATIONAL BEHAVIOUR Page 21 . Also known as LMX. and that the quality of these leader-member exchange (LMX) relationships influences subordinates' responsibility. and executing the change in tandem with committed members of the group.AURO UNIVERSITY of Hospitality & Management 5.To understand how Path Goal Theory of leadership play an important role in any organization 6. Leader-Member Exchange theory prescribes that product managers uniquely design their teams for maximum sources of collaboration by proactively fostering unique strategic alliances between the leader and each team member and between each team member before turning to the other big five steps in competing team leadership.

transactional leadership is a style of leadership in which the leader promotes compliance of his/her followers through both rewards and punishments.To understand the Applicability of Leader Member Exchange Theory of Leadership 4. leaders using the transactional approach are not looking to change the future. allowing the leader to align followers with tasks that enhance their performance.. Leaders using transactional leadership as a model pay attention to followers' work in order to find faults and deviations. To understand the Leader Member Exchange Theory of Leadership along with its importance 2. This type of leadership ORGANISATIONAL BEHAVIOUR Page 22 . the students will learn the following topics: 1. To understand the Transformational Theory of Leadership along with its importance 5. Learning Outcomes After studying this chapter. they are looking to merely keep things the same.To understand how Leader Member Exchange Theory of leadership play an important role in any organization 3. and group performance. organization. focuses on the role of supervision. also known as managerial leadership. Unlike Transformational leadership. and understanding the strengths and weaknesses of followers.AURO UNIVERSITY of Hospitality & Management challenging followers to take greater ownership for their work.To understand how Transformational Theory of leadership play an important role in any organization 6.To understand the Applicability of Transformational Theory of Leadership WEEK 6 TRANSACTIONAL LEADERSHIP & AUTHENTIC THEORY OF LEADERSHIP Topic Overview Transactional Leadership.

the students will learn the following topics: 1.To understand the Applicability of Authentic Theory of Leadership WEEK 7 ORGANISATIONAL BEHAVIOUR Page 23 .To understand how Authentic Theory of leadership play an important role in any organization 6. To understand the Transactional Theory of Leadership along with its importance 2. Authentic leadership is an approach to leadership that emphasizes building the leader’s legitimacy through honest relationships with followers which value their input and are built on an ethical foundation.To understand the Applicability of Transactional Theory of Leadership 4. Authentic leadership is a growing area of study in academic research on leadership which has recently grown from obscurity to the beginnings of a fully mature concept Chapter Objectives After studying this chapter.AURO UNIVERSITY of Hospitality & Management is effective in crisis and emergency situations.To understand how Transactional Theory of leadership play an important role in any organization 3. authentic leaders are able to improve individual and team performance. authentic leaders are positive people with truthful self-concepts who promote openness. as well as for projects that need to be carried out in a specific way. Generally.To understand the Authentic Theory of Leadership along with its importance 5. This approach has been fully embraced by many leaders and leadership coaches who view authentic leadership as an alternative to leaders who emphasize profit and share price over people and ethics. By building trust and generating enthusiastic support from their subordinates.

The psychodynamic approach to leadership also suggests that leaders can become more efficient once they have an insight into their psychological makeup. This different approach when it comes to leadership has its roots in the development of psychoanalysis of Sigmund Freud. the students will learn the following topics: ORGANISATIONAL BEHAVIOUR Page 24 . Rather than focusing on ineffective teams. one important function of a leader is to facilitate the procedures of having individuals obtain insight and determine their individual needs and emotional reaction patterns to others. work team management or supervision is often identified as a primary reason why selfmanagement teams fail to properly develop and yield improvements in productivity. Chapter Objectives After studying this chapter. The main intent of such approach is to enhance the overall situation with you as well as your team members. Hence. quality. Larson and LaFasto (1989) looked in the opposite direction by interviewing excellent teams to gain insights as to what enables them to function to a high degree.AURO UNIVERSITY of Hospitality & Management TEAM LEADERSHIP & PSYCHODYNAMIC APPROACH OF LEADERSHIP Topic Overview A lack of leadership is often seen as a roadblock to a team's performance.748) writes. This provides emphasis on the fact that the leadership ability of an individual has something to do with the family setting. Such leadership approach can be evaluated to the psychological makeup of an individual. “More specifically. and quality of life for for American workers. and what motivates his/her reactions as well as the responses of the people around you to different situations. If you become more aware of the personality characters of everyone. it will become easier for them to understand the way they respond to the leader as well as to every member of the team. The psychodynamic leadership theory is actually based on the assertion that the first experience of an individual with leadership starts on the day that he or she is born. As Stewart and Manz (1995. p.

OD theorists and practitioners define it in various ways. To understand the Team Theory of Leadership along with its importance 2. team development or team building.To understand the Psychodynamic Theory of Leadership along with its importance 5. organizationwide effort to increase an organization's effectiveness and/or efficiency and/or to enable the organization to achieve its strategic goals. personal development. For example.To understand how Psychodynamic Theory of leadership play an important role in any organization 6. Its multiplicity of definition reflects the complexity of the discipline and is responsible for its lack of understanding. Vasudevan has referred to OD being about promoting organizational readiness to meet change. and it has been said that OD is a systemic learning and development strategy intended to change the basics of beliefs.but OD also develops ORGANISATIONAL BEHAVIOUR Page 25 . learning and development (L&D) or a part of HR although it is often mistakenly understood as some or all of these. OD interventions are about change so involve people . attitudes and relevance of values. It is worth understanding what OD is not. human resource development (HRD).To understand the Applicability of Psychodynamic Theory of Leadership WEEK 8 INTRODUCTION TO ORGANIZATIONAL DEVELOPMENT & TYPES OF ORGANIZATIONAL DEVELOPMENT INTERVENTION Topic Overview Organization development (OD) is a deliberately planned.To understand the Applicability of Team Theory of Leadership 4.AURO UNIVERSITY of Hospitality & Management 1. and structure of the current organization to better absorb disruptive technologies. It is not training. shrinking or exploding market opportunities and ensuing challenges and chaos.To understand how Team Theory of leadership play an important role in any organization 3.

the students will learn the following topics: 1. Every action that influences an organization's improvement program in a change agent-client system relationship can be said to be an intervention. Weightage 50% Page 26 .AURO UNIVERSITY of Hospitality & Management processes. 6. 4. or they may be used by the client following a program to check on the state of the organization's health. Chapter Objectives After studying this chapter. systems and structures. 2. questionnaires. attitude surveys. or to effect necessary changes in its own behavior. 3. relevant group discussions. To To To To 5. understand the concept of Organizational development (OD) explain the importance of OD in an organization understand different types of OD Interventions explain how OD intervention helps the organization to grow To understand different types of OD Interventions To explain the importance of OD intervention Pattern of End Term Exam Duration: 3 hours ORGANISATIONAL BEHAVIOUR Marks = 100. The primary purpose of OD is to develop the organization. not to train or develop the staff. Interventions" are principal learning processes in the "action" stage of organization development. and even lunchtime meetings between the change agent and a member of the client organization. "Structured activities" mean such diverse procedures as experiential exercises. interviews. Interventions are structured activities used individually or in combination by the members of a client system to improve their social or task performance. They may be introduced by a change agent as part of an improvement program.

4. Attempt any Four Questions 60 Marks 15 * 4= 1. 2. 2. 6. SECTION C Attempt the foll case study ORGANISATIONAL BEHAVIOUR 20 Marks Page 27 . Write short notes on any Four of the following: Marks 10 * 2 = 20 1. 3.AURO UNIVERSITY of Hospitality & Management SECTION A Q1. 5. 3. Section B Q1.